Business Model Innovation – A Concept Between Organizational Renewal and Industry Transformation

Freiling, Jörg

doi:10.7341/20151111

Cited by 15 publications

(7 citation statements)

References 18 publications

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“…Researchers do not seem to pay specific attention to the measurement of the indicators and efficiency of BM (e.g. Balboni and Bortoluzzi, 2015;Freiling, 2015;Goyal et al, 2014;Günzel-Jensen and Holm, 2015;Harima and Vemuri, 2015;Jokela and Elo, 2015;Müller and Vorbach, 2015;Straker and Wrigley, 2015). We still lack papers devoted strictly to BM evaluation and measurement for management and control.…”

Section: Bjm 123mentioning

confidence: 99%

The business model and intellectual capital in the value creation of firms

Ujwary-Gil¹

2017

BJM

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Purpose The purpose of this paper is to analyze business model (BM) and intellectual capital (IC) of a firm with a focus on their common elements. The common bases in the field of strategic management for these two concepts are, among others, resource-based view, knowledge-based view, intellectual capital-based view, dynamic capabilities, and configurational approach. It indicates areas in which these two concepts can benefit from each other, e.g. in classification of components, their configuration, or dynamic approach. This general review examines the following research questions: What are the common concepts for the BM and IC? What are their common components? What does the dynamic approach to IC and BM mean? Design/methodology/approach The Web of Science™ Core Collection database was selected for the period 1975-2014 and the Journal of Intellectual Capital (JIC) indexed in Scopus® (Elsevier) was incorporated into the analysis for the period it had been indexed by Scopus (1990-2015). These databases were selected because they offer a reliable overview of historical data regarding journals, articles, and citation impact. The key filter criteria were the presence of the phrases “business model” or “intellectual capital” in the article title, abstract, and key words in order to narrow down the selection to the most appropriate results for the research area. Findings This paper investigates two concepts from the point of view of their underpinnings in management, definitions, and components, as well as value creation. Analysis of the foundations in management allows the author to present a cohesive model, which depicts a comprehensive approach to analysis of these two concepts. Many common elements have been identified and investigated. Originality/value First, it provides an indication of the common underpinnings of the analyzed concepts within the framework of strategic management and proposals for their development toward resource, knowledge, and IC accumulation, combination and heterogeneity-based views. Second, it presents an analysis of the BM and IC components, showing common elements between them. Third, it provides a description and analysis of dynamic view of BM and IC components in a value creation context.

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Section: Bjm 123mentioning

confidence: 99%

The business model and intellectual capital in the value creation of firms

Ujwary-Gil¹

2017

BJM

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“…1), we first selected the constructs based on Osterwalder and Pigneur's (2011) BMC. The BMC is a good analytical and visualization tool (Freiling 2015) and is suited for becoming acquainted with BM thinking within an investigated domain (Fielt 2013;Bilgeri et al 2015). Following, we adapted the BMC elements by abstracting them to the SS domain from an operational point of view (Alter 2012).…”

Section: Methodsmentioning

confidence: 99%

“…Previous studies on these concepts Black the strategic, functional and tactical directions for organizations to apply^them (Gaiardelli et al 2015(Gaiardelli et al , p. 1165. Further, industry characteristics were not taken into consideration (Reim et al 2014;Freiling 2015) and methodological applicability has been low. Within this study we intend to investigate how digital automotive services as part of SSs can be conceptualized and how OEMs can be supported in their design under consideration of essential stakeholders.…”

Section: Research Implicationsmentioning

confidence: 99%

On the move towards customer-centric business models in the automotive industry - a conceptual reference framework of shared automotive service systems

Grieger

Ludwig

2018

Electron Markets

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Digitalization drives automotive original equipment manufacturers (OEMs) to change their value propositions and open-up towards greater collaboration and customer integration. The shift towards services implies a transformational change from product- towards customer-centricity. This study proposes a conceptual reference framework (CRF) out of a business model perspective to systematize automotive service systems. The CRF presents relevant dimensions and dependencies between the involved stakeholders and the necessary infrastructures in order to facilitate digital service conceptualization in the early phases of the service design. The artifact is developed based on a literature review and conceptual modeling, then iteratively evaluated by means of guideline-supported interviews from three different perspectives and applied to a real problem statement within a case workshop. The results suggest value creation for automotive services occurs in shared mobility networks among interdependent stakeholders in which customers play an integral role during the service life-cycle. Additionally, the results deepen the understanding of service business model development under consideration of industry-specific aspects and suggest the framework to be a beneficial structuring tool that can save resources and specify solution finding.

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“…The business model has been analyzed in various contexts. One of the most popular is business model innovation (BMI) (e.g., Freiling 2015). Foss and Saebi (2017) conducted an invaluable subject literature study, in which they analyzed 150 papers on BMI, thus identifying four research gaps in this a r e a , c o n n e c t e d w i t h c o n s t r u c t d e f i n i t i o n a n d dimensionalization; congruence and identifying antecedents and outcomes; contingency and moderating variables; and boundary conditions.…”

Section: Related Workmentioning

confidence: 99%

A dynamic, network and resource-based approach to the sustainable business model

Ujwary-Gil

Potoczek

2020

Electron Markets

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The network perspective of a business model provides an attractive outlook on the interactions and interdependencies of its components. The network is a “living organism,” it changes constantly and dynamically. Therefore, the key nodes in the network, and their potential loss, may be of vital importance to the network itself. The paper presents the network of relations between the components of a company business model operating in a sector of new technologies – virtual reality – and indicates the prominent and most influential nodes in the network that can affect value creation. The authors analyzed the influence exerted by a key node that has been eliminated from the network on the remaining structure, based on the immediate impact (change analysis), which computes the key nodes of the network and then isolates them individually to determine the effect on measured values. The primary research approach is an organizational network analysis (mostly centrality measures) and a simulation functionality used for determining measures and visualization, before and after changes. The results indicate the level of centrality measures of all nodes in the network (a virtual reality company’s business model), their interdependence, and the dynamics of their change. The paper concludes with implications for theory and practice, limitations, and directions for further research.

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Business Model Innovation – A Concept Between Organizational Renewal and Industry Transformation

Abstract: start-up ecosystems, entrepreneurial failure, governance of transnational companies, entrepreneurship theory and strategic real options thinking.

Cited by 15 publications

References 18 publications

The business model and intellectual capital in the value creation of firms

The business model and intellectual capital in the value creation of firms

On the move towards customer-centric business models in the automotive industry - a conceptual reference framework of shared automotive service systems

A dynamic, network and resource-based approach to the sustainable business model

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